Journal
ORGANIZATION STUDIES
Volume 40, Issue 3, Pages 343-370Publisher
SAGE PUBLICATIONS LTD
DOI: 10.1177/0170840617736930
Keywords
decision-making; exclusion; inclusion; openness; participation; strategy-making
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A growing number of organizations subscribe to ideals of openness in areas such as innovation or strategy-making, supported by digital technologies and fuelled by promises of better outcomes and increased legitimacy. However, by applying a relational lens of inclusion and exclusion, we argue that, paradoxically, certain forms of closure may be necessary to achieve desired open qualities in strategy-making. Analysing the case of Wikimedia, which called for participation in a globally open strategy-making process, we show that openness regarding participation in crafting strategy content depends on certain forms of closure regarding procedures of the strategy-making process. Against this background, we propose a two-dimensional framework of openness, in which content-related and procedural openness are characterized by a combination of open and closed elements.
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